High Performance Work Culture in Organizations Assignment (GC01948)

Table of Contents

Introduction.

Concept of high-performance work culture.

Definition.

How a high-performance work culture can be developed.

Clarify values and communicate them every day.

Reinforce positive behavior

Employee empowerment

Collect Feedback.

Characteristics of high-performance work culture.

Strong Leaders.

Empowered and Engaged Employees.

Continuous Learning and Employee Development

Openness to Change.

Impact of high-performance work culture on the working of organizations.

HPWS and Employee service performance.

HPWS and organizational citizenship behavior (OCB)

HPWS and resilience.

Mediating role of resilience.

How the management development programs improve organizational performances.

How high-performance work culture impacts organizational culture.

How high performance work culture impacts staff development processes.

Conclusion.

Reference.

Introduction

According to Bingham, S. and Dusin, B. (2018), High-performance work culture within an organization especially for a business determines the pros and cons of that business by counting several obvious manners, rules, systematic approaches, strategic plans, training methodologies, leadership styles, organization structure, behaviour, customs, laws and regulations and the responsibilities by the workers. The performances can be both financial and non-financial. Financial factors of high-performance work cultures include profit management, accounting management, target sales, funds arrangement, shareholder contribution, investment to the business share. Nonfinancial performance covers various important things like customer retention, customer satisfaction and relation, supplier relation, conflict resolving, trade union performance towards the business and industry (Nichol, 2020). The biggest multinational business likes Tesco and they developed.

In this essay writing, I discuss the concept of high performance in the workplace of an organization by its people like stakeholders, director board, executives, and other relating individuals and its characteristics and development process. Secondly, I justify how the management development programmes improve organisational performances Then, I outline the impact of high-performance work culture on the working of organisations, an organization existing cultures and staff development process.

Concept of high-performance work culture

Definition

High-performance work culture refers to the process operations within an organization by the staff towards the company and to the stakeholders like customers, suppliers, owners etc. by the tangible trying of their best performances (Min et al., 2017).

How a high-performance work culture can be developed

Clarify values and communicate them every day

The owner of the business making enough funds to arrange the business also helps to build a high-performance work culture. This type of work culture always seems like a model that the other companies and businesses learn from them, follow their approaches, instructions, and formulas (Min et al., 2017).

Reinforce positive behavior

The staffs need to strengthen their positive attitudes towards the business and thus they behave with the structures, employees, and customers (Min et al., 2017). The positive concepts and views can bring huge customers attention to the business.

Employee empowerment

Empowerment to the employees helps the business to maintain a high-performance culture in the business. The staff can decide instantly if they have the power to make decisions and thus the company runs normally and dynamically even without the managers (Min et al., 2017).

Collect Feedback

The owner of the business making enough funds to arrange the business also helps to build a high-performance work culture (Min et al., 2017). This type of work culture always seems like a model that the other companies and businesses learn from them, follower their approaches, instructions, and formulas as feedback.

Characteristics of a high-performance work culture

Strong Leaders

The leaders are the key influencers in this respect of the high performance that they show the ultimate sincerity to attain the attention of the customer with dynamic practices of organization behavior, high thinking towards the business, optimum response to the authority or to the managers (Shermon, 2017). The businesses hire the most talented persons to ensure high performances in the offices by exploring innovative and concrete ideas for the success of the business. The managers and the leaders of the several departments in Tesco perform significantly so that the company increases their revenues every year.

Empowered and Engaged Employees

Shermon (2017) defines that Empowered employees are the decision-maker and participants in the board meeting where he can opine and suggest logical supports to the business welfare. High-performance work culture is formed by the optimum engagements of the employees. The employees are the source maintainers of sustainable work culture by their skilful performances and responsibilities. The people of a business engage with the employers, customers, suppliers and thus they actually control the whole system of the business. The business is operated by the employees. Their realistic engagement can bring huge benefits for the business and also demise if their work culture is undisciplined.

Continuous Learning and Employee Development

The sustained high performed workplace culture is the result of the well-trained workforces of the organization. Tesco and other supermarket businesses arrange several types of training programs to train their employees. The employees are the main earning force of the business organization (Shermon, 2017). They perform as the fuels within the system of management and process functions of a business serving as customer’s services, deliveries of the products, collecting raw materials, machinery, and other ingredients for the farm. The more training programs are maintained the more skilled workers are prepared to perform that ultimately developing the company’s growth and promotion………………………

Organisational Behavior